By Jeremy Clarkson
This booklet offers accumulated writings from the easiest and funniest motoring journalist within the nation.
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2d. sess. (1956), Report 1879, p. 8. S. Congress, Senate, Select Committee on Small Business, Planning, Regulation and Competition: Automobile Industry — 1968. , 2d. sess. (1968), p. 208. Davis Dyer, Malcolm Salter, and Alan Webber, Changing Alliances (Boston: Harvard Business School Press, 1987), p. 33. J. Patrick Wright, One a Clear Day You Can See General Motors: John DeLorean s Look Inside the Automotive Giant (New York: Avon Books, 1979), p. 4. "22 During this "golden era," GM became an organization where loyalty and obsequiousness replaced competence and competition as the dominant traits of the managerial elite.
607, from FTC report, p. 26. Snell argues that the failure in the early 1950s of Kaiser, the only serious entry of a domestic car maker since 1923, was a consequence of its inability to afford annual styling changes due to insufficient volume. Kaiser first entered the market in the late 1940s and captured 5 percent of the market in 1948. Yet, retooling and advertising costs were too much for the small firm, which continued to sell its 1948 model in 1949 and 1950. In 1951 the company did restyle, but its volume was too low for efficient production.
Thus, lean producers were forced to correct defects immediately, requiring constant interaction with suppliers to improve quality. With mass production, on the other hand, the preeminent goal was to keep the assembly line going. Large inventories of parts were kept, and as a result, by the time defects were discovered, thousands of defective parts had already been produced. Ignoring these errors became commonplace, resulting in mounting defects, which either had to be corrected at the end of the line, thereby raising costs, or passed on to consumers.
Clarkson on Cars by Jeremy Clarkson